ions to complex issues do not reside in the executive suite, but in the collective intelligence of employees at all levels, who need to use one another as resources, often across boundaries, and learn their way to those solutions. Major change is distressing for the people going through them. The need to take on new roles, new relationships, new values, new behaviors, and new approaches to work can be difficult. Many employees are ambivalent about the efforts and sacrifices required of them. They often look to senior executives to take problems off their shoulders. But those expectations have to be unlearned. Rather than fulfilling the expectation that others will provide answers for them, leaders have to teach them how to better solve their own problems. Instead of maintaining norms, leaders have to challenge "the way we do business," and help others distinguish core values from historical practices that must go.Since change is a function of leadership, being able to generate highly energized behavior is important for coping with inevitable barriers to change. Achieving grand visions always requires an occasional burst of energy. Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms do, but by satisfying basic human needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over one's life, and the ability to live up to one's ideals. Such feelings touch us deeply and elicit a powerful response.Good leaders motivate people in a variety of ways. First, they always articulate the organization's vision in a manner that stresses the values of the audience they are addressing. This makes the work important to these individuals. Leaders also regularly involve people in deciding how to achieve the organization's vision. This gives people a sense of control. Another important motivational technique is to support employee efforts to realize the v...
